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Navigable Slide Index

1. Introduction
2. Main themes
3. Prologue
4. Culture and international marketing
5. Culture's impact on international marketing
6. What cultural phenomena lie behind this list?
7. Hofstede's definition of culture
8. Where the work of Hofstede is misused
9. Some enlightenment from marketing history
10. What do these examples tell us
11. Culture as a conceptual problem for marketers
12. The problem with the standard view of culture
13. The problem with the Hofstede approach
14. Rethinking culture for international marketing
15. Cross cultural management: an alternative view
16. The importance of this perspective
17. Explicit and tacit knowledge
18. Marketing knowledge
19. Towards a knowledge based view
20. Henkel's challange in east and central Europe
21. Henkel: the ECE strategy
22. Henkel: international marketing as team work
23. The unforeseen benefits of the Henkel approach
24. Schindler in Japan and Asia
25. Schindler in Japan: the challenge
26. Schindler in Japan: the solution
27. Schindler in Asia
28. Schindler in Asia: a KM analysis
29. Simply the Group: brand development
30. Behind the scenes
31. Philosophy and guiding concepts of STG
32. Fusion as practice
33. Fusion as knowledge management
34. Key learning points
35. For the research-minded
36. References

Topics Covered

• Culture is a major variable in the planning and execution of international marketing programs
• The traditional values-based assumptions about culture have limitations in today's interconnected global economy
• An alternative concept focuses on international marketing as a knowledge-based activity
• Examples of challenges and benefits of this approach

Links

Series:

• Exporting, International and Global Marketing Management

Categories:

• Global Business Management
• Marketing & Sales

Bite-size Case Studies:

• Schindler: applying knowledge-based marketing in Japan

Talk Citation

Publication History

• Published on November 30, 2009